Project Management IMPRS, Katlenburg-Lindau, 23-25 May 2005 Bernd Madauss Project-Management-Team Bad Aibling, Germany [email protected]IMPRS, Katlenburg-Lindau, May 2005 Madauss@2005 2 Project Management Table of Content – Fundamentals of Project Management (PM): Life Cycle Considerations, Project Control Methodologies & Tools, Management Information – International Aspects of PM: International Co-operations at Government and/or Company Level, Differences: Languages, Currencies, Culture, etc. – Management of High-Tech Complexity: Baseline, Specification, Interfaces – Organizational Aspects: Structures, Multiple Teams & Disciplines, Different Skills, Responsibilities & Authorities, Location & Staffing – Project Staff: Functions, Leadership, Appointment of Project Manager, Motivation
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Project ManagementIMPRS, Katlenburg-Lindau, 23-25 May 2005
All three Factors are of great importance to the Business and must be carefully analysed prior to start of a project.
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Project Management
Consideration of Life Cycle Costs
4. Cost related Design Optimization
5. Development of Cost Targets
6. Identification of Cost Drivers
7. Continues Design To Cost (DTC) Analysis
8. Development of Optimal DTC Solutions
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Project Management
Optimization of Project Parameters:Performance (P), Schedule (S) and Cost (C)
PPerformance Dependence of
Parameters
SSchedule
CCosts
„Communicate with each other“
Contract
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Project Management
Management Control Loop (Feedback)
BASELINE PLAN IMPLEMENT
ANALYZE
DECIDE
CONTROL
PERFORM
COMPARE
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Project Management
Project Control Methodologies• Definition of Project Objectives
• Work Breakdown Structure (WBS)
• Identification of Project Milestones
• Preparation of Project Schedules
• Preparation of Cost/Price Plans
• Performance of Status/Cost Control
• Implementation of Corrective Actions
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Project Management
Structuring The Project• Functional Breakdown• Product Tree
• Hardware • Software• Functions
• Model Matrix• Work Breakdown Structure (WBS)• Make or Buy Decision Plan• Work Package Definition(s)• Cost Breakdown Structure
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Project Management
Implement Work Breakdown Structure
Subdivision into Smaller Increments
• Level 1: Total Project
• Level 2: Systems of the Project
• Level 3: Subsystems of the Project
• Level 4: Units/Equipments
• Level 5: Work Packages or Components
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Project ManagementWork Breakdown Structure
(sample of an international project)
1st StageContractor "D"
Russia
2nd StageContractor "E"
Ukrain
FairingContractor "I"Switzerland
Launch CampaignContractor "K"
Kasakstan
Supply ofLaunch VehicleContractor "A"
USA
PayloadContractor "H"
USA
BusContractor "G"
France
PropulsionContractor "H"
Germany
InterfaceContractor "F"
Japan
Supply ofSatellite
Contrctor "B"France
TT&C StationContractor "L"
Italy
Up-LinkContractor "M"
Spain
Data ProcessingContractor "N"
Belgium
TelemetryContractor "O"
UK
Supply ofGround StationContrctor "C"
UK
TrackingCompany "P"
Germany
MonitoringCompany "D"
Holland
EvaluationCompany "Q"
Ireland
RelayCompany "R"
China
SatelliteOperations
Contractor "D"Holland
SatelliteSystem
CustomerLuxembourg
200 300 400 500
210
220
230
240
PMOLuxembourg
100
• PM• PCM• SEM• QAM• Others
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Project ManagementWork Breakdown Structure
(WBS as table version)
0800200600800310 Power Generator
2 185
500
1 300
775
110
CAC[1000 €]
665
150
350
275
40
CTC[1000 €]
- 100350400320 Power Converter
- 1009501 200300 Electrical Subsystem
- 851 5202 100GRAND TOTAL OF THE PROJECT
+25500800200 Mechanical Subsystem
-1070100Name, Tel. Nr. E-Mail, Address, etc.
100 Project Management Office
Balance[1000 €]
Actual[1000 €]
Budget[1000 €]
Responsibility[Coordinates]
WBS Item[Nr. & Title]
CTC = Cost to Completion CAC = Cost at Completion
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Project ManagementWork Breakdown Structure (WBS)A Key to Successful Project Management !!!The WBS serves several important Purposes, such as:
• Subdivision of Work• Identification of Project Levels• Work Sharing between Companies• Economic Geographical Distribution of Funds• Implementation of WBS Numbering System (Code) – applicable to the
entire Project• Definition of Cost Account Structure• Allocation of Funds• Implementation of Project Control in line with the WBS Code• Assignment of Responsibilities to Companies & Individual Managers• Identification of Interfaces at all Levels• Implementation of Documentation Numbers related to WBS Code• Identification of Work Packages
Always apply the rule of KISS = Keep It Simple Stupid !!!
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Project Management
Content of Work Package Description
• Work Package (WP) Identification• Title• Identification of the WP in the WBS (WP Number)• Date of the Start and End of the WP• Company or Entity in charge of the WP Performance
• Work Package Manager• Description of the WP Tasks to be Performed• Tasks Explicitly Excluded• WP Inputs• Product(s) to be Completed or Delivered
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Project Management
Work Package Input/Output
Input * Output **
Work Package
time* Objective, requirements, mission plan, etc.
** Deliverables (HW, SW, documentation
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Project Management
A IN S T A L L A T IO N
B A P P R O V A L R E S P O N S iB IL IT Y
C A C C O M P L IS H M E N T R E S P O N S iB IL IT Y
H S C H E D U L E T IT L E
J C O N T R A C T O R
G P R O J E C TI S C H E D U L E N O . (L E A V E B L A N K )
D O R IG . S C H E D U L E A P P R .
E L A S T S C H E D U L E C H A N G E
F S T A T U S A S O F
K L E V E L
M IL E S T O N E S
L K E Y M IL E S T O N E S
M IN T E R N A L M IL E S T O N E S
N IN T E R F A C E S
O N O T E S
T IM E S C A L E
(D A T E )
Sample Project Schedule
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Project Management
Project Milestones• Major Project Milestones
• Interface Milestones
• Payment Milestones
• Other Milestones
• Planned Achievements
• Performance Control at Milestones
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Project Management
Status Monitoring And Control
• Baseline Planning
• Measurement of Achievements
• Comparison of Planned and Actual
• Divinations to Plan
• Corrective Actions
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Project ManagementSchedule Trend Chart
M IL E ST O N E T R E N D - A N A L Y SISE X A M P L E
P ro g ram P ro ject(s )A c co m p lis hm en t: B e arb eitu n g :
A p p rov a l:F re ig ab e:
B e isp ie l / M u ster
LE V E L /S T U FE
2O rg an isatio n
O rig ina l P lan vo m :O rig ina l S ch ed u le:
L e tzte Ä n d eru ng :La st S ch ed u le C h an g e:
S tich tag :S ta tu s as o f:
P age: 1 o f 1
C o m m en ts19 92 19 93 19 94 19 95 19 96
1992
1993
1994
1995
1996
1 5 .03 .1992
01.04 .1993
30.06 .1993
Y E A R
L E G E N D :L ege n de
P la n n ed M ilesto n eG ep la n ter M eile n ste in
C lo sed M iles to n eA b g esch l. M eilen ste in
C o n tractV ertrag
S ta tu sIs t - T erm in
D elayT erm in V ersch ieb u n g
P D R14.05 .
03 .12 .
19 .03 .
S ta tu sS tichtag
S T M15.09 .
15 .11 .
E T M10.07 .
C D R01.10 . 09 .12 .
R em arks :B em erku n g :
12
D e lay cau sed b y ....:D e lay cau sed b y ....:
C orre ctio n ....:C orre ctio n ....:
34
C orre ctio n b y red u ction o f ....:C orre ctio n b y ....:
3
2
1
4
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Project Management
Planning of Project Resources• Manpower Requirements
• Material Requirement
• Requirements for Machines
• Facility Requirements
• Travel Requirements
• Others (TBD)
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Project Management
Budgeting and Cost Control• Establish Resource Budgets
2. International Aspects of PM• International Co-operation at
Government and/or Company Level,
• Differences: Languages, Currencies,Culture, etc.
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Project Management
International Project Cooperation
• Definition of International Project Objectives• Implementation of International Projects Teams• International Cooperation Agreements• Legal Implications for International Projects• Recruitment of International Project Teams• Collocated Project Office• Communication Requirements• Language to be applied
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Project Management
Problems of International Projects
• Political Requirements & Restraints• Geographical Distribution of Work• Financial Return Concept• Location of Project Management Office (PMO)• Staffing Requirements of PMO• Appointment of Project Manager• Authority of appointed Project Manager• Language to be applied• Law and Rules to be applied
Typical Management Issues of International Projects
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Project Management
Typical Management Issues of International Projects
Different CurrenciesDifferent Exchange RatesDifferent Inflation RatesWork Sharing RequirementsImportant Legal Issues
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Project Management
Language and Communication Issues
Communications between Team Members– Need to Understand Each Other– Applied Language(s) (E, F, G, R, S, PL, etc.)– Openness to Communication
Terms & Definitions Applied– Professional Language– Terms, Definitions and Abbreviations– Desire for understanding
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Project Management
Language and Communication Issues
Understanding Each Other– Expressions used– Hidden Agenda(s)– Different interpretations
(personnel history)
Team Spirit– Harmony of the Team– Need for co-operation
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Project Management
Agree on Project Language
• Misunderstandings are often the Reason for Catastrophic Project Failures
• Efficient Communication Requires that only ONE single official Language is applied
• Important Project Terms and Definitions need to be described
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Project Management
Geographical Distribution
• Required Work Allocation • Work Allocation Quota (percentage)• Distribution of Noble Work • Contracting to None Member States• Financial Return• Balance of Work Allocation• Other considerations
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Project Management
Work Sharing Concept
• Distribution of Work (Financial Constraints)
• Just Return Concept (Political Requirements)
• Noble versus None-Noble Work
(Competition)
• Avoid Complicated Interfaces (Complexity)
• Allow for Competition (Low Cost Solution)
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Project Management
Political Requirements and Restraints
• Military Requirements of Member States• Restricted Transfer of Technology• Political Restrictions of Member States• Regulatory Requirements (international)• Regulatory Requirements (national)• Legal Requirements (international)• Legal Requirements (national)• Others Special Requirements
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Project Management
Cultural Differences in International Projects
– Difficulty to Judge Behaviour of International Partners
– Difficulty to Judge Heritage and of International Partners
– Trustworthiness of International Partners– Unforeseen Circumstances not known
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Project Management
– Lack of Experience with International Partners
– Communication (Distance, Language, Culture, etc)
– Different Cultural and Educational Background
Cultural Differences in International Projects
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Project Management
Cultural Differences in International Projects
• International Projects are strongly Impacted by Cultural Differences
• The Word “YES” may not have the same Meaning at different Cultures
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Project Management
Cultural Differences in International Projects
• Social and Educational Differences Exist
• Solution (Welch, 2002): “Global Training and Learning must become a Top Priority at Globally Operating Companies”
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Project Management
3. Management of High-Tech Complexity• Baseline Documentation,• Contractual Issues• Specification,• Interfaces, • Work Statement• Project Plans
• System Specifications (technical definition)• System Requirements Specification• Subsystem Requirements Specifications• Interface Specification• Quality Assurance Specification• AIT Specification
• Statement of Work (SOW)• Description of Tasks to be performed• Summary of Deliverables
• Deliverable Items List (DIL) (hardware & software)• Document Requirements List (DRL)• Document Requirements Description
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l Project Management
Important Legal Issues
• Scope of Work
• Deliverables and Key Dates
• Price and Payment Conditions
• Intellectual Property Rights
• Termination for Convenience
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Project ManagementBaseline DocumentationSample Table of Content of Project Contracts:
• Scope of Work (Reference to Specifications, SOW and Plans)• Deliverables and Services and related Prices• Project Options• Payment Schedules• Delivery Dates and Adjustments for late Deliveries• Progress and Status Reports• Inspection and Acceptance• Project Changes and Change Control• Rights in Data and Proprietary Information• Intellectual Property Rights• Subcontractors and Key Personnel• Communications and Project Language• Force Majeure• Arbitration, Applicable Law• Effective Date of Contract• End of Contract and Termination
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Project ManagementBaseline DocumentationSample Table of Content of Space System Specifications:
• Introduction• Space Segment
• Spacecraft Design (Satellite or Other Space Object)• Spacecraft AIT• Associated Ground Support Equipment (MGSE& EGSE)• Transportation to Launch Site
• Ground Segment• Ground Control Centre (GCC)• Tracking System• Services
Project ManagementProject Management (PM) Tasks and Responsibilities
The PM has following Responsibilities
• He is the head of the Project Management Office (PMO)
• He is fully authorized to• plan, • monitor and • control the project work
• He is responsible for meeting contractual requirements
• He maintains cognizance of the progress of the project
• The PM will be supported by PMO staff core team
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Project Management
Authority of Project Managers
• Responsibility and Authority must be balanced
• Required Authority of Project Managers
• Definition of overall project objectives,• Appointment and/or acceptance of core team members,• Definition/Implementation of project plans, • Definition/Implementation of resources and budgets• Control of implemented plans, resources and budgets
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Project ManagementOrganization of International Projects
• A logical Structures with unambiguous Responsibility Assignments is mandatory
• The Project Manager must be the ONLYFocal Point for all Official Communications
• The Project Manager must be supported by Key Personnel and Experts
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Project ManagementLocation and Staffing of the PMO
• Suggested Location:1. Vicinity of the Prime Contractor or2. Geographically central location
• The Idea has Originated by Banks in the 30th• Reason: to Cope with High Risks• Requires: Consortia Contract
• Rights• Obligations• Rules & Regulations
• A Consortia may act like a Company• Two Types of Consortia exist:
• The ‚Open Consortia‘ – All Partners Communicate External• The ‚Closed Consortia‘– Only The Prime Communicates External
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Project TeamOpen and Closed Consortia
Open Consortia Closed Consortia
CUSTOMER
Prime
Subs
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Project TeamClassical Project Consortia
Risk Sharing through Implementation of Consortia!
ConsortiaBOM
of Companies"A"+"B"+"C"+"D"+"E"
Subcontractor"B"
Subcontractor"C"
Subcontractor"D"
Subcontractor"E"
PrimeContractorCompany
"A"
CustomerOrganisation
All Companies have equal Rights at the BOM
3. Sub-Contracts
2. Prime-Contract
1. Contract ofConsortia
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Project TeamManagement Company with imbedded
Integrated Project Team (IPT)
Executive Boardof the
Management Company"A"+"B"+"C"+"D"
Subcontractor"A"
Subcontractor"B"
Subcontractor"C"
Subcontractor"D"
Management CompanyCEO
Assigned IPT- Personnel"A"+"B"+"C"+"D"
CustomerOrganisation
PrimeContract
CEO‘s of Parent
Companies
IPT Staff & Key Personnel: (1)
Delegated from Parent Companies
or (2) Hired
Subcontracts to Parent
Companies
Sub-Contracts
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Project TeamInter-Company Matrix Organization
CompanyManagement
TestProduction FinanceMarketingR & D
ProjectA
ProjectB
ProjectC
IPTParent Companies:
A B C D E
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Project Management
Concept of the ‘Integrated Project Team’ (IPT)
• Responsibility of IPT• Hosting Organisation• Leadership of IPT Project Manager• Recruiting of IPT Project Manager• Reporting of IPT Project Manager• Recruiting of IPT Team Members• Reporting IPT Team Members• Overall Control by IPT Project Board
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Project ManagementDefinition of the EEIG
(European Economic Interest Group)EEIG is an association linking organizations from
different countries within the European Community together which have a need for cooperation
EEIG’s work within a neutral legal framework that is independent of individual national legal systems
An EEIG is legally separate from the business of its owners, although it exists to carry out tasks for them
An EEIG must be made up of parties from two or more EC member states with their registered office in an EC country
Implement a “Formal Status Reporting and Information System” to upper Management
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Project ManagementRecommended Project Management Literature
Kerzner, Project Management & Study Guide, 8th EditionMadauss, Projektmanagement, 7th Edition, 2005, GermanVerzuh, The Fast Forward MBA in Project Management, 1999Terry, Principles of Management, 7th EditionESA, Space Project Management, ECSS-M SeriesPMI, PMBOOK